University of Detroit Mercy
MBA, Organizational Behavior
Hogan Assessment (2019)
Korn Ferry 360 (2018)
Korn Ferry Leadership Architect (2018)
Prosci Change Management Practitioner (2017)
Five Behaviors of a Cohesive Team Facilitation (2016)
World Café Facilitation (2016)
The Leadership Challenge (2016)
Strength Deployment Inventory (2015)
Master Coach Certification (2015)
DiSC Certification (2015)
5 Levels of Leadership Facilitator Certification (2014)
Professional Coach Certification (2013)
MBTI Facilitator Certification (2013)
Stephen Ministry Grief Counseling Certification
Change Management Certification (2013)
Fierce Conversation Facilitation (2013)
Franklin Covey Championing Diversity Trainer Certification (2013)
TalentView 360 Performance Certification (2012)
InsideOut Coaching Presenter Certification (2012)
Leadership Competency Modeling
Diversity & Inclusion
Organizational Design & Alignment
Executive & Group Coaching
President - Detroit Jaycees
(August 2010-May 2011)
Board Member - Inside Detroit
(July 2010-May 2011)
Gulfstream University Cultural Awareness Curriculum
Steps to Process Improvement
Problem Solving Techniques
Proactive Management Behaviors
Diversity: Value vs. Tolerance
Driving Employee Performance
“A Business Case for Internships”
“Paid vs. Unpaid Internships”
“Using Non-Traditional Interns”
“Building Beneficial Internships
Independent Research - Melbourne, Australia
Sino-American Social Science Forum and International Conference – Beijing, China
University of Detroit International Study Program – Amsterdam, Holland (April 2000)
Analytical and decisive leader with international work experience. Accomplished consultant and trainer with 20 years of experience in change management, organizational and leadership development. Proficient in the creation and implementation of sustainable solutions. Able to recruit, train and lead diverse, cross-functional teams. Adept at preparing and managing project scopes and budgets. Skilled in contractor/vendor negotiations, process analysis and improvement. Experienced in the analysis and implementation of behavioral, process, and system strategies. Proven master coach for all leadership levels.
L.A. Care Health Plan – Los Angeles, CA
Director, Center for Organizational Excellence Strategy (Mar 2019-Present)
Lead the team responsible for Organizational Development (OD) efforts
Head the Internal Equity Council for employees
Oversee the creation and execution of enterprise-wide Engagement Programs
Strategically partner with the leaders at all levels to support the achievement of their goals
Drive Employee Engagement Survey activities and subsequent action planning
Convene an advisory board that decides promotions and Talent Development initiatives
Collaborate on the creation Leadership and Management Development Programming
Design and implement several Talent Management (TM) processes
Manage the coordination and execution of the Mentoring Program
Developing career development programming for all levels of leadership
Partner with HRIS and Communication teams to design and launch of software solutions
Promoting and supporting a culture of Coaching and Organizational Change Management
Serve on the enterprise-wide Equity Steering Committee
Support our HR Business Partner team with policy review and revision
Leadership – Reduced vendor cost and dependency by restructuring the team and internalizing more services. Drive the incorporation and review of leadership competencies into the full employee life cycle. Launched the 360 Assessment Program pilot for all director-level and above employees. Provide strategic leadership for the execution of performance management, talent review, succession. planning, and other processes. Launched the first council focused on employee equity.
Collaborative Efforts – Aligned the HRIS, HR Business Partner, and Communications teams to design, launch and execute the performance management, succession planning and talent review programs. Join leaders in designing and facilitating strategic visioning and team building offsites. Partnering with the Talent Acquisition team to develop new resume writing and interviewing tools.
Engaged the Learning and Development team to envision and create development strategies for all levels of leadership. Revising the existing Leadership Competency Model with senior leadership. Support the oversight of the employee resource groups.
Coaching – Formally and informally meet with leaders to facilitate the removal of barriers and achievement of goals. Assisted several colleagues in the identification of career paths and plans. Initiated level-based coaching circles for employee development. Hosted several World Café sessions to foster coaching dialogue. Serve as a mentor to several employees.
Training – Oversaw the creation and delivery informational session for several program and module rollouts. Facilitated several offsites with customized educational components. Created and conducted learning experiences within our Mentoring Program.
The Aerospace Corporation – El Segundo, CA
Leadership Development Manager (Jan 2018-Feb 2019)
Developed and implemented a leadership competency model (LCM) for all employee levels
Defined and proposed a leadership development framework and curriculum
Partnered with senior leaders on OD activities
Co-created the Talent Review and Succession Planning process
Constructed a Manager Toolkit to facilitate employee development
Provided group coaching for cohorts addressing various leadership topics
Facilitated the organizational redesign and restructure several business units
Leadership – Crafted the communication strategy for the introduction and roll-down of the LCM. Created scripting for senior leaders to share the LCM for their respective teams. Onboarding two new teammates.
Collaborative Efforts – Strategically partnering with every business unit leader to draft and revise multiple versions of the leadership competencies and their associated behaviors. Teaming with the People Operations functional leaders to integrate the LCM into their systems and processes. Collaborating with Corporate Communications to devise an enterprise-wide LCM communication plan for 4000 employees, dispersed across the country. Co-developing the framework for a Change Management Office proposal with the Chief Strategic Officer.
Training – Partnering with the Diversity & Inclusion department to create and facilitate portions of their Leadership Series.
Southern California Gas Company – Los Angeles, CA
Sr. Organizational Development Advisor (Feb 2016-Jan 2018)
Provided organizational development (OD) consultation and solutions to business units
Partnered with senior leadership on strategic planning and change management activities
Facilitated Talent Review and Succession Planning process
Assisted in the development, execution and reporting of the Employee Engagement Survey
Collaborated and provide support to organizational and departmental mentoring programs
Conducted and debrief individual and team assessments
Coordinated and facilitate organizational and departmental redesign initiatives
Led the Employee Development team
Leadership – Coordinated the design and deployment of the first mid-cycle Employee Engagement survey. Served as Employee Giving Champion for the Organizational Effectiveness (OE) department. Facilitated talent review and succession planning sessions for senior leadership groups. Led a project team to automate the enterprise-wide mentoring program. Served as Team Lead for the Employee Development function.
Collaborative Efforts – Partnered with all business unit leader to develop and facilitate the ongoing strategic and tactical implementation of OD and change management methodology. Collaborated with shared service functions in San Diego to determine both the current and future individual and organizational development schedule. Supporting the organizational redesign of several business units. Co-creating and facilitated departmental mentoring programs. Conducted multiple New Leader Assimilations and World Café sessions.
Training – Co-facilitated pilot offerings of the Leadership Challenge workshop curriculum.
Gulfstream Aerospace Corporation – Savannah, GA
Organizational Development Consultant (Sept 2013-Feb 2016)
Provided organizational development (OD) consultation and intact team training
Facilitated the communication of Great Places to Work (GPTW) survey findings
Partnered with local and site-based teams to identify and implement strategic solutions
Coached departmental leaders and mentor team members
Conducted and debriefed individual and team assessments
Oversaw change management for the implementation of all HR Strategic Initiatives
Led the Job Simulator, Admin Mentoring and Manager Coaching Programs
Co-led the enterprise-wide Strategic Business Priority Initiative
Leadership – Led several HR Strategic Focus projects to pilot and implementation phase. Mobilized Solution Teams in response to the GPTW findings. Co-led one of four HR Strategic Focus Teams.
Collaborative Efforts – Partnered with the Operations business unit to develop and facilitate the ongoing strategic and tactical implementation of OD methodology. Collaborated with the Brunswick and Dallas locations to determine both the current and future individual and organizational development schedule. Engaged internationally diverse employees to design and deliver Cultural Awareness curriculum. Partnered with the Continuous Improvement Team to facilitate the development of annual Strategic Business Priorities for various departments.
Training – Orchestrated the matrix-based alignment of at least 10 business units. Conducted 30 intact team training sessions. Maintained 15 ongoing coaching relationships.
Gulfstream Aerospace Corporation – Savannah, GA
Training Specialist Sr. (May 2011-Sept 2013)
Co-facilitated Leadership Competency Model sessions with various business faculty
Participated in the planning and execution of the Leadership Development Program 2012
Developed and delivered existing Cultural Awareness curriculum
Coordinated quarterly Overview of Gulfstream Business sessions for new managers
Presented at each Diversity and Inclusion Council Offsite Sessions in 2012
Leadership – Named MVP for the Connect Strategic Focus Team. Leveraged relationships with multiple departments to create synergistic project opportunities. Reduced cost ($80,000) by internalizing the Cultural Awareness curriculum. Served as a subject matter expert on GlobeSmart (AperianGlobal).
Programmatic Outreach and Training– Co-facilitated workshops for the Civil Aviation Association of China in both China and the United States. Developed content for Cultural Café portion of the Management Development Program. Trained over 1000 participants in Cultural Awareness in 2012.
Collaborative Efforts – Collaborated with International HR and the D&I Council on the Cultural Exchange Initiative. Engaged internationally diverse employees to design and deliver Cultural Awareness curriculum. Established a partnership with Georgia QuickStart for curriculum design
Detroit Regional Chamber – Detroit, MI
Community Relations Manager (Nov 2009-Dec 2010)
Led the Intern in Michigan project team and Michigan-based partners
Co-created and delivered webinars facilitating internship program development
Fostered relationships between statewide academic and employer communities
Managed the project budget and reporting functions for the project funders
Convened and facilitated advisory boards and joint executive council meetings
Programmatic Outreach – Contributed to the creation of over 900 internships in Michigan. Conducted monthly webinars averaging 70 participants per session. Registered over 1000 employers to the Intern In Michigan program.
Collaborative Efforts – Collaborated with Leadership Detroit on the creation of the Discover, Engage, Transform (DET) internship program. Exchanged best practices with over 200 nationwide peer organizations and programs. Established partnerships with 5 local business incubators.
Alexander Proudfoot – Atlanta, GA
Management Consultant (Aug 2005-Nov 2009)
Assembled, trained, and led cross functional process consulting and OD teams
Evaluated team and individual performance for promotion and corrective action
Conducted and presented studies identifying opportunities for continuous improvement
Designed, evaluated, and introduced tools that enhanced work functions and processes
Designed and implemented OD/training and change management strategies
Provided coaching for mid-level and senior level organizational leaders
Developed and managed project communication and training budgets
Leadership – Collaborated with internal executive team on the creation of internal Leader Development/Performance Management/Succession Planning Program. Trained and mentored over 50 newly hired consultants. Developed over 100 coaching and mentoring schedules.
Training – Developed and delivered multiple internal and client based “train the trainer” sessions.
International Assignments included (but were not limited to):
De Beers Canada-Timmins, ON, Canada Resource Pacific Colliery-Sydney, Australia
AfriSam-Dudfield, South Africa Exide Technologies-Adelaide, Australia
Netcare 911-Midrand, South Africa Alexander Proudfoot-Budapest, Hungary
De Beers Canada-Snap Lake, NWT, Canada TransAlta-Wellington, New Zealand
PT Inco-Sulawesi, Indonesia MTS Allstream-Toronto, ON, Canada
Michigan State University – East Lansing
Advisor of Diversity Affairs (Aug 2002 –Aug 2005)
Co-developed, launched, and evaluated multiple accessibility and OD initiatives
Created and administered needs assessments and climate/civility surveys
Co-designed and facilitated training sessions for campus faculty and staff
Participated in the investigation of bias-based incidents on campus
Coordinated guest speaker and seminar events for the campus community
Leadership – Co-developed the University’s strategic diversity plan. Directed the design and maintenance of the Central Biased-Incident Reporting Database. Co-coordinated the first “Best Practices in Diversity” Conference. Advised and coached several student groups.
Training – Created the diversity component for the Centrally Supported Unit Level Mentoring Program.
American Society of Employers – Southfield, MI
Organizational Development Specialist (Feb 2001 – Aug 2002)
Developed, presented, and implemented OD project proposals for clients
Managed the contracted staff of the Management Assessment Center
Assessed the leadership/managerial skills of Assessment Center participants
Designed and administered employee opinion and client satisfaction surveys
Produced and delivered both Assessment Center and survey reports to clients
Process Enhancement – Reduced operational cost by internalizing survey tabulation and reporting processes. Created and customized systems for survey data computation and storage.
Leadership – Convened and governed over 30 Assessment Center tabulation sessions. Managed the selection, training, and activities of contract assessors. Trained and coached data entry staff on usage of the new system and survey design.
ADDITIONAL FACILITATION/INSTRUCTIONAL EXPERIENCE
George Leile Visions, Inc. (GLV)
Consultant/Facilitator/Trainer (Feb 2015 – Feb 2016)
Conduct board and executive team training on communication and leadership
Partner with Executive Director and Board Chairman to plan board off-sites
Coach Executive Director and Board Chairman on leadership and management concerns
Facilitated board level strategic planning and execution meetings
Engineering Society of Detroit (ESD)
Consultant (Feb 2011 - May 2011)
Partnered with the “Future Detroit” program executive team on strategic planning
Conducted needs assessments and focus groups for educational and corporate sponsors
Evaluated program initiatives and population readiness for necessary interventions
Facilitated several board level discussions regarding new assessment metrics
Wayne County Community College District (WCCCD)
Adjunct Faculty (Sep 2001-Aug 2003)
Taught Macroeconomics, Microeconomics, Sociology, and U.S. Government
Integrated cooperative learning techniques into curriculum development
Assisted in the review and recommendation of textbooks for curriculum usage
Co-created several faculty developmental programs